Frank Achermann

• Negotiated high-value contracts with vendors and partners to optimize resource allocation.
• Realized twofold increase in savings within the first year.
• Assessed employee performance against established benchmarks or targets.
• Promoted a culture of innovation and encouraged staff to contribute ideas.
• Established relationships with vendors and suppliers to secure favorable terms for materials or services.
• Negotiated agreements with external partners such as contractors or consultants.
• Managed annual budgeting process, including forecasting and financial planning.
• Developed policies and procedures to ensure compliance with corporate standards.
• Coordinated activities with other departments to expedite work and improve collaboration.
• Demonstrated strong problem-solving skills, resolving issues efficiently and effectively.

• Achieve and exceed annual cost-saving targets of 2-3% of annual spend.
• Reduced customer backorders from 5,000 to a few hundred lines.
• Actively contributed ideas and solutions as part of the Global Parts leadership to support revenue growth and customer satisfaction.
• Integrated regionally managed teams under one global management.
• Reorganized and optimized the global team to support business needs, improve efficiency, and remove waste.
• Strongly collaborate with production, planning, and operations to ensure the best customer service.
• Develop, measure and constantly review SMART performance and development goals.

• Build up purchasing teams for the newly formed Global Parts Purchasing organization (hiring, replacements, process developments).
• Represent Global Parts Purchasing at international and national meetings.
• Take over of the Global Lead Function with teams in five countries.
• Support the successful implementation of the new Global Parts Purchasing and Strategic Sourcing organization.
• Develop, document, and implement four global procedures to improve standardization.
• Exceeded all goals and objectives in 2010 by 102% – 194%.

- Cost savings: $5M, target of $4M.

- BCC sourcing +$3.58M, target $3.5M.

- Cost movement is 0.06%, target is less than 1%.

- Unsourced backorder lines 44, target < 200.

• Implementation of measurement tools for cost savings, invoice discrepancies, and minimum order quantity reductions.
• Support the transition from reactive to proactive purchasing, and therefore reduce unsourced customer backorders by more than 90%.
• Support sales growth in target markets (Turkey and Africa) through delivery performance and cost improvements with an India-based corporate partner.

• Build up the Purchasing Organization from scratch for CVA Europe (Business Unit CVA Europe was created in October 2000).
• Develop and implement all processes with successful certification of ISO 9001:2000 by the end of 2002 and recertification in 2005.
• Annual savings on the controlled spend of 2% – 3%.
• Reduction of non-value-added purchases from our intercompany production sites for a purchase value of €5 million annually by changing the purchasing strategies and mainly re-sourcing parts.
• Set up and develop CVA-only suppliers to service aftermarket requirements instead of production needs.
• Hire and maintain a skilled purchasing team (zero fluctuation in 7.5 years).
• Member of the SOX steering committee, and review quarterly SOX testing activities.
• Implement KPIs with the supplier base, and conduct monthly follow-ups to ensure continuous improvement.
• Support business growth from €68 million turnover in 2001 to €107 million in 2007.
• Find and develop new suppliers to launch nine new strategic product groups as range extensions in 2006 and 2007 (suppliers in China, India, Turkey, and the UK).

• Successful takeover of all purchasing activities for the IBM subsidiary, Lotus (project planning, takeover of supplier contracts, rollout of purchasing procedures, and integration of Lotus as a new division).
• Due diligence and successful takeover of the IT center from Winterthur Insurance (project planning, takeover of supplier contracts, rollout, and training of purchasing procedures).
• Achieve cost-saving targets of 7-9% of purchase volume annually.
• Youngest representative at the World Wide Purchasing Management meeting in New York.
• First IBM Team Leader EMAE who did not originate from one of the four big regions (D, UK, F, and I).
• Implementation of EMEA strategies covering contracts for copiers and paper.